Part 43

Of course, the practice of medicine and surgery in a remote country district has its disadvantages, but in my case I am happy in a division of responsibility. I practise in conjunction with a horse-doctor, a sexton, and an undertaker. The combination is air-tight, and once a man is stricken in our district escape is impossible for him.

These four of us—three in the regular profession and the fourth an undertaker—are all good men. There is Bill Ferguson, the Redding undertaker. Bill is there in every respect. He is a little lukewarm on general practice, and writes his name with a rubber stamp. Like my old Southern, friend, he is one of the finest planters anywhere.

Then there is Jim Ruggles, the horse-doctor. Ruggles is one of the best men I have got. He also is not much on general medicine, but he is a fine horse-doctor. Ferguson doesn't make any money off him.

You see, the combination started this way. When I got up to Redding and had become a doctor, I looked around to see what my chances were for aiding in the great work. The first thing I did was to determine what manner of doctor I was to be. Being a Connecticut farmer, I naturally consulted my farmacopia, and at once decided to become a farmeopath.

Then I got circulating about, and got in touch with Ferguson and Ruggles. Ferguson joined readily in my ideas, but Ruggles kept saying that, while it was all right for an undertaker to get aboard, he couldn't see where it helped horses.

Well, we started to find out what was the trouble with the community, and it didn't take long to find out that there was just one disease, and that was race-suicide. And driving about the country-side I was told by my fellow-farmers that it was the only rational human and valuable disease. But it is cutting into our profits so that we'll either have to stop it or we'll have to move.

We've had some funny experiences up there in Redding. Not long ago a fellow came along with a rolling gait and a distressed face. We asked him what was the matter. We always hold consultations on every case, as there isn't business enough for four. He said he didn't know, but that he was a sailor, and perhaps that might help us to give a diagnosis. We treated him for that, and I never saw a man die more peacefully.

That same afternoon my dog Tige treed an African gentleman. We chained up the dog, and then the gentleman came down and said he had appendicitis. We asked him if he wanted to be cut open, and he said yes, that he'd like to know if there was anything in it. So we cut him open and found nothing in him but darkness. So we diagnosed his case as infidelity, because he was dark inside. Tige is a very clever dog, and aids us greatly.

The other day a patient came to me and inquired if I was old Doctor Clemens—

As a practitioner I have given a great deal of my attention to Bright's disease. I have made some rules for treating it that may be valuable. Listen:

Rule 1. When approaching the bedside of one whom an all-wise President—I mean an all-wise Providence—well, anyway, it's the same thing—has seen fit to afflict with disease—well, the rule is simple, even if it is old-fashioned.

Rule 2. I've forgotten just what it is, but—

Rule 3. This is always indispensable: Bleed your patient.

MISSOURI UNIVERSITY SPEECH

ADDRESS DELIVERED JUNE 4, 1902, AT COLUMBIA, MO.

When the name of Samuel L. Clemens was called the humorist stepped forward, put his hand to his hair, and apparently hesitated. There was a dead silence for a moment. Suddenly the entire audience rose and stood in silence. Some one began to spell out the word Missouri with an interval between the letters. All joined in. Then the house again became silent. Mr. Clemens broke the spell:

As you are all standing [he drawled in his characteristic voice], I guess, I suppose I had better stand too.

You cannot know what a strain it was on my emotions [he said]. In fact, when I found myself shaking hands with persons I had not seen for fifty years and looking into wrinkled faces that were so young and joyous when I last saw them, I experienced emotions that I had never expected, and did not know were in me. I was profoundly moved and saddened to think that this was the last time, perhaps, that I would ever behold those kind old faces and dear old scenes of childhood.

I have seen it stated in print that as a boy I had been guilty of stealing peaches, apples, and watermelons. I read a story to this effect very closely not long ago, and I was convinced of one thing, which was that the man who wrote it was of the opinion that it was wrong to steal, and that I had not acted right in doing so. I wish now, however, to make an honest statement, which is that I do not believe, in all my checkered career, I stole a ton of peaches.

One night I stole—I mean I removed—a watermelon from a wagon while the owner was attending to another customer. I crawled off to a secluded spot, where I found that it was green. It was the greenest melon in the Mississippi Valley. Then I began to reflect. I began to be sorry. I wondered what George Washington would have done had he been in my place. I thought a long time, and then suddenly felt that strange feeling which comes to a man with a good resolution, and I took up that watermelon and took it back to its owner. I handed him the watermelon and told him to reform. He took my lecture much to heart, and, when he gave me a good one in place of the green melon, I forgave him.

I told him that I would still be a customer of his, and that I cherished no ill-feeling because of the incident—that would remain green in my memory.

BUSINESS

The alumni of Eastman College gave their annual banquet, March 30, 1901, at the Y. M. C. A. Building. Mr. James G. Cannon, of the Fourth National Bank, made the first speech of the evening, after which Mr. Clemens was introduced by Mr. Bailey as the personal friend of Tom Sawyer, who was one of the types of successful business men.

MR. CANNON has furnished me with texts enough to last as slow a speaker as myself all the rest of the night. I took exception to the introducing of Mr. Cannon as a great financier, as if he were the only great financier present. I am a financier. But my methods are not the same as Mr. Cannon's.

I cannot say that I have turned out the great business man that I thought I was when I began life. But I am comparatively young yet, and may learn. I am rather inclined to believe that what troubled me was that I got the big-head early in the game. I want to explain to you a few points of difference between the principles of business as I see them and those that Mr. Cannon believes in.

He says that the primary rule of business success is loyalty to your employer. That's all right—as a theory. What is the matter with loyalty to yourself? As nearly as I can understand Mr. Cannon's methods, there is one great drawback to them. He wants you to work a great deal. Diligence is a good thing, but taking things easy is much more-restful. My idea is that the employer should be the busy man, and the employee the idle one. The employer should be the worried man, and the employee the happy one. And why not? He gets the salary. My plan is to get another man to do the work for me. In that there's more repose. What I want is repose first, last, and all the time.

Mr. Cannon says that there are three cardinal rules of business success; they are diligence, honesty, and truthfulness. Well, diligence is all right. Let it go as a theory. Honesty is the best policy—when there is money in it. But truthfulness is one of the most dangerous—why, this man is misleading you.

I had an experience to-day with my wife which illustrates this. I was acknowledging a belated invitation to another dinner for this evening, which seemed to have been sent about ten days ago. It only reached me this morning. I was mortified at the discourtesy into which I had been brought by this delay, and wondered what was being thought of me by my hosts. As I had accepted your invitation, of course I had to send regrets to my other friends.